2013-17 Strategic Plan - Haywood Community College · 2015-11-08 · Strategic Plan 2013‐2017 3 Executive Summary Education Changes Everything! HCC's strategic plan embodies this

HAYWOOD COMMUNITY COLLEGE

STRATEGIC PLAN 2013-2017

Haywood Community College Strategic Plan 2013‐2017

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Table of Contents

Executive Summary ........................................................................................................................................... 3 Mission and Vision ............................................................................................................................................ 4 Board of Trustees 5-Year Goals ...................................................................................................................... 5 Stakeholders ........................................................................................................................................................ 6 Strategic Advantages and Challenges .............................................................................................................. 7 Strategic Planning Model .................................................................................................................................. 9 Strategic Planning Goals: Terms and Definitions ....................................................................................... 10 Goal 1 - Master Plan ........................................................................................................................................ 11 Goal 2 - Business & Industry ......................................................................................................................... 12 Goal 3 - Student Success ................................................................................................................................ 14 Goal 4 - Community & Schools .................................................................................................................... 17 Goal 5 - Efficiency ........................................................................................................................................... 21 Department-Level Mapping to Strategic Planning Goals .......................................................................... 23 Strategic Plan Visual Map ............................................................................................................................... 24 Strategic Planning Teams ................................................................................................................................ 25


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Executive Summary Education Changes Everything! HCC's strategic plan embodies this philosophy. The 2013-2017 Strategic Plan is focused on improving relationships with community, industry, and other educational institutions in order to (a) bring more students to HCC and (b) more effectively meet the needs of stakeholders. The plan emphasizes the factors that lead to student success, including institutional factors such as master planning and college efficiency. There are five goals of the 2013-2017 Strategic Plan:

1. Master Plan 2. Business & Industry 3. Student Success 4. Community & Schools 5. Efficiency

HCC's 2013-2017 Strategic Plan will position HCC to be a regional driver of change and economic development in the next decade. This document describes the milieu underlying the 2013-2017 Strategic Plan, including the college's mission and vision, the 5-year goals of HCC's Board of Trustees, the stakeholders affected by HCC's operations, and the strategic advantages and challenges faced by HCC. In response to these influences, five strategic planning goals were established. The overall strategic planning model and each of these goals is described in detail, including target outcomes and key performance indicators (KPIs). For each goal, a list of strategies that have been mapped to that goal is provided; keeping in mind that strategies are flexible and that the Strategic Plan is a "living document." Because every HCC employee has a role to play in fulfilling the Strategic Planning Goals, the importance of mapping each department's activities to the plan is highlighted and a matrix template that can be used for this purpose is included. Finally, a visual representation of the plan and a list of Strategic Planning Teams' members are provided.


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Mission and Vision

Mission Statement HCC provides accessible, affordable, and high-quality education, workforce training, and lifelong learning. Vision Statement Education changes everything!


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Board of Trustees 5-Year Goals

HCC's Board of Trustees engages in annual retreats and sets its own 5-year goals. While these goals are not identical to the college's Strategic Planning Goals, they are aligned with the college's goals and help to determine the foci of the college during each strategic planning cycle. Board of Trustees Goals (established 2013)

1. Build effective relationships with community, industry, schools, and others 2. Build partnerships with businesses to offer certificates, meet workplace needs, and identify

industry trends 3. Align Board and college goals with the college’s mission 4. Promote the unique qualities of HCC 5. Update and improve college facilities and equipment


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Stakeholders

Through surveys, focus groups, and meetings with individuals and groups, the planning goals and priorities described in this plan were developed. The following stakeholder groups are served by the college and by this plan.


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Strategic Advantages and Challenges Based on feedback from stakeholders while developing strategic planning goals, additional input from Strategic Planning Teams since 2013, and other sources (identified with footnotes), the following are HCC's most significant strategic advantages and challenges. Strategic Advantages

1. Highly qualified faculty1 2 3 2. Highly supportive staff1 3 3. High-tech facilities (in some programs) 4. Flexible and online course offerings (in some programs)1 3 5. Specialized program offerings (e.g., overseas travel, honors program) 6. Positive reputation of several programs3 4 7. Revitalized relationships with Haywood County Schools 8. Revitalized relationships with local and regional business and industry 9. Involved and motivated Board of Trustees 10. Involved and motivated Foundation Board 11. High level of Foundation resources 12. HCC is an economic driver in the region5

1 Student Focus groups 2 Student achievement in state and national competitions 3 Student Satisfaction Survey 4 Student Body Survey 5 Economic Impact Study (EMSI, 2014)


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Strategic Challenges

1. Many of HCC's best known programs result in low-wage jobs for our graduates6 2. HCC is typically not students' first college choice1 3. Haywood County has a stagnant population growth and few high-paying jobs6 4. One-county service area, bounded by other colleges 5. Limited summer advising and course offerings1 3 6. Limited use of technology by some programs4 7. Student engagement is not optimal4 8. Academic rigor is not optimal4 9. Job placement after graduation is below state average7 10. Students often struggle with finances, work, transportation, and childcare1 4 11. Difficulty advertising out-of-county 12. HCC Performance Measures percentages have generally dropped over the last two years8 13. Enrollment has decreased steadily over the last three years, resulting in decreased funding

6 Gap Analysis (EMSI, 2015) 7 NC TOWER 8 NC Community Colleges Performance Measures for Student Success


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Strategic Planning Model

HCC initiated a new strategic planning model (SPM) in 2013. HCC's SPM is focused on creating large scale improvements for the college over several years. Currently, five goals are identified for the 2013-17 SP cycle. SP Goals are described on pp. 11-22. HCC's SPM is a non-siloed process. SP Teams are made up of diverse college personnel from many divisions and team membership may change throughout the cycle based on team needs. SP Team membership is listed on pp. 25-27.


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Strategic Planning Goals: Terms and Definitions

Strategic Planning Goals are large-scale goals that will improve the entire college. Each Goal identifies a few Target Outcomes-- measurable objectives that are used to determine whether or not the goal has been met at the end of the cycle. Target Outcomes may be revised during the Strategic Planning Cycle as Strategic Planning Teams acquire additional information or as external factors require. Key Performance Indicators (KPIs) are measurable objectives, typically measured annually. KPIs may be the responsibility of an individual department or of several department, but taken together they are the "building blocks" of the Strategic Planning Goal. Achievement of KPIs along the way will help the college to meet the related Strategic Planning Goal in 2017. Strategies are the actions taken by department(s) in order to achieve KPIs. One rationale for mapping Strategies to SP Goals is that the college can also cease strategies that do not map to any identified goals. Strategic Planning helps the college to focus its efforts on what it should be doing in order to meet its long-term goals, but also to cease expending resource on activities that are less important. The five 2013-2017 Strategic Planning Goals are described on the following pages. Where metrics are provided by non-HCC sources, footnotes indicate those sources.


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Goal 1 - Master Plan Target Outcomes By 2018, The Master Plan Team will:

A. Update the College's Master Plan, including new buildings and renovations, in order to build a more cohesive physical campus that is consistent with HCC's programmatic needs. B. Create a process whereby the Master Plan is reviewed and revised on a regular basis and all new campus development initiatives are vetted according to the Master Plan. C. Develop a plan to ensure that equipment needs are considered in conjunction with new building and renovations.

Key Performance Indicators (KPIs)

1. Campus Development Guidelines will be adopted (target 5/2016). 2. Campus Management Zones/Guidelines will be adopted (target 5/2017). 3. HCC Forest Management Plans for Teaching Forests will be adopted every three years. 4. HCC Facilities Condition Assessments will be approved annually in November.

Strategies

1. Committee members meet to identify future building locations, future parking locations, future vehicular connection locations, and future pedestrian connectors.

2. Committee reviews and approves/rejects HCC Facilities Condition Assessment of all structures owned by HCC on an annual basis.

3. Committee reviews and approves/rejects revised Master Plan bi-annually. 4. Committee reviews and approves/rejects proposed designated Arboretum Zones, Forest

Zones, and Development Zones on main campus. 5. Committee reviews and approves/rejects proposed management and development

guidelines for Campus Zones. 6. Committee reviews and approves/rejects proposed Forest Management Plans for all HCC

teaching forests. 7. Committee reviews and approves/rejects proposed Campus Development Guidelines.

Relationship to Strategic Challenges The Goal 1 Strategies are focused on making the college building and grounds a place that students and community members want to spend time. These strategies address the following strategic challenges:

2. HCC is typically not students' first college choice 13. Enrollment has decreased steadily over the last three years, resulting in decreased funding


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Goal 2 - Business & Industry Target Outcomes By 2018, for the 10 fastest-growing industry sectors in Haywood County and across the region, the Business & Industry Team will:

A. Continue alignment efforts between instruction and the needs of local businesses and industries to include:

Financial Services Healthcare Services Real Estate Services Industry EDC/County Commissioners Entrepreneurial Businesses and Investors All Small Business

B. Enhance existing relationships with business partners. Formalize new partnerships and identify service gaps where new partnerships are needed.

C. Educate employers in regard to HCC trained people to have a significant business impact.


1. Achieve a 1-year post-graduation employment rate of 75% (average across all programs, annual).7 9

2. Achieve a 4-year post-graduation employment rate of 70% (average across all programs, annual).7 9

3. Graduate mean wage will exceed the Region Average, annual.7 9 4. The percentage of CTE students participating in work-based learning will increase by at least

3% each year. 5. Create customized training projects to meet the needs of new and expanding industry. 6. By 2016, a list of clearly defined soft skills will be drafted based on conversations with

regional employers. 7. By 2017, 91% of all licensure and certification exams taken will be passed on first attempt.

(Only includes state mandated exams which candidates must pass before becoming active practitioners.)10

8. HCC's rate of return on investment (ROI) for students in 2012 was 12.8%. By 2020 it will be 15.8%.5

9. HCC's economic impact on its service region in 2012 was $92.8mil. In 2020 it will exceed $100mil.5

10. At least two new non-curriculum programs will be developed by 2017, using the Economic Overview & Program Gap Analysis. 6

9 NC Community Colleges Performance Measures for Student Success ‐ Proposed Measures 2016‐2019: Performance Measure I 10 NC Community Colleges Performance Measures for Student Success: Performance Measure G


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Strategies

1. One on one meetings with potential partners. 2. Formal GAP Analysis with if/then diagram. 3. Student/Business success highlights. 4. Compile data from institutional reporting and curriculum reviews for program GAP Analysis. 5. Ad hoc teams will be created based on the outcome measure needed for the following:

a. Healthcare b. Financial Services c. Real Estate d. Industry e. Small Business

6. Determine common strategies for each business and industry sector. Relationship to Strategic Challenges The Goal 2 Strategies are focused on making the college more responsive to business and industry needs. These strategies address the following strategic challenges:

1. Many of HCC's best known programs result in low-wage jobs for our graduates 3. Haywood County has a stagnant population growth and few high-paying jobs 9. Job placement after graduation is below state average 12. HCC Performance Measures percentages have generally dropped over the last two years 13. Enrollment has decreased steadily over the last three years, resulting in decreased funding


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Goal 3 - Student Success Target Outcomes By 2018, the Student Success Team will use the Completion by Design (CbD) framework to develop and enact at least three college-wide strategies that will:

A. Increase year 1 to year 2 retention by 20% (currently, we are at 59.4%, so the goal is to reach 71.3%) (this uses the NCCCS definition of first-time students in year 1 attempting at least one course in year 2).

B. Increase Curriculum completion rates by 10% (currently, we are at 38%, so the goal is to reach 41.8%) (this uses the NCCCS definition of first-time students earning a credential, transferring to a 4-year institution, or still enrolled at HCC with 30+ credits after 5 years).


1. 68% of Basic Skills Basic skills students attempting 12 or more contact hours during program year will complete the program year at a higher educational functioning level. (Excludes high adult secondary education initial placements.)11

2. 55% of first time associate degree seeking and transfer pathway students will earn a grade of “C” or better in a credit-bearing English course within their first two academic years.12

3. 33% of first time associate degree seeking and transfer pathway students will earn a grade of “C” or better in a credit-bearing math course within their first two academic years.13

4. 75% of each fall cohort of credential‐seeking students (program code A, D, C) and dual enrollment students enrolled in curriculum courses at a college for the first time and attempting at least twelve hours (including developmental and withdraw) will complete at least 12 hours (including developmental) with a P, C, or better within the first year (fall, spring, and summer semesters). (Includes those students enrolled in Career and College Promise and innovative high school students).14

5. 53% of each fall cohort (defined above) will graduate, transfer, or will still be enrolled with 36 hours of non-developmental credit hours completed after 6 years.15

6. 91% of all licensure and certification exams taken will be passed on first attempt. (Only includes state mandated exams which candidates must pass before becoming active practitioners.)10

7. 89% of students with an associate degree or at least 30 articulated transfer credits enrolled during the fall and spring semesters at a four‐year institution who were enrolled at a community college during the previous academic year will have earned a GPA of 2.25 or

11 NC Community Colleges Performance Measures for Student Success: Performance Measure A 12 NC Community Colleges Performance Measures for Student Success ‐ Proposed Measures 2016‐2019: Performance Measure C 13 NC Community Colleges Performance Measures for Student Success ‐ Proposed Measures 2016‐2019: Performance Measure D 14 NC Community Colleges Performance Measures for Student Success ‐ Proposed Measures 2016‐2019: Performance Measure E 15 NC Community Colleges Performance Measures for Student Success ‐ Proposed Measures 2016‐2019: Performance Measure F


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better aggregated over the fall and spring semesters at the transfer institution.16 8. At least two new curriculum or workforce development programs will be developed by 2018,

using the Economic Overview & Program Gap Analysis. 6 9. Distance Learning course completion rates will equal or exceed face-to-face course

completion rates (measured annually). Strategies Strategies are broken into three categories: Student Engagement and Retention, Instructional Excellence, and Faculty Development

1. Student Engagement and Retention a. Elimination of late registration (implemented 2013 Fall). b. P2 Student Success Management (implemented 2014 Fall). c. Outreach to veterans (implemented 2014 Fall). d. Required ACA course in first year (implemented 2009 Fall). e. Mandatory new student orientation (implemented 2015 Fall). f. Week of Welcome (implemented Fall 2014). g. Revised academic probation process (implemented 2013 Fall). h. Provide students with experience in and understanding of industry including work

based learning experiences. 2. Instructional Excellence

a. Revised Curriculum Program Review process (implemented 2013 Fall). b. Curriculum mapping (implemented 2013 Fall). c. Develop a competency based method of course design including alignment with

industry-based licensure exams. d. Increase evidence-based teaching-learning modalities within courses. e. Develop campus wide course standards for course alignment, organization, and

accessibility. f. Develop new faculty orientation program for full-time and adjunct faculty. g. Increase faculty morale and teamwork.

3. Faculty Development

a. Advising workshops (implemented 2014). b. ADA workshops (implemented 2015 Fall). c. Increase workshops offerings through the Distance Learning office to include

technology within seated courses (implemented 2015 Fall). d. Competency-based methods of course design. e. Evidence-based teaching-learning modalities. f. Student retention and tutoring modalities. g. Revise and centralize faculty resources/forms into a handbook (implemented 2015

Fall). 16 Per Completion by Design framework / Student Success Learning Institute


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Relationship to Strategic Challenges The Goal 3 Strategies are focused on improving the quality of instruction and increasing student engagement at all levels. These strategies address the following strategic challenges:

1. HCC is typically not students' first college choice 5. Limited summer advising and course offerings 6. Limited use of technology by some programs 7. Student engagement is not optimal 8. Academic rigor is not optimal 12. HCC Performance Measures percentages have generally dropped over the last two years 13. Enrollment has decreased steadily over the last three years, resulting in decreased funding


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Goal 4 - Community & Schools Target Outcomes By 2018, the Community & Schools Team will:

A. Align instruction with community and school needs, including the creation of outreach programs. B. Build relationships with community groups and educational institutions in the region, including creating at least 10 formal partnerships. C. Market HCC's activities and facilities to schools and the community.


1. The percent of Haywood County School high school graduates enrolling at HCC within one year of graduation will increase by 3% each year.

2. Meet with Haywood County Public Schools yearly to determine current and future Career & College Promise (CCP) Pathways.

3. Increase by 5% (annual increase) the number of students that successfully complete an AA or AS at the same time they complete their high school diploma at Haywood Early College.

4. Develop and actively market the Summer Bridge, beginning 2016SU, to assist with college transition, to include:

a. Time Management Skills b. Early Advising & Registration Practices c. Applying for Scholarships & Financial Aid d. College Success Course e. Mandatory Orientation f. Being Proactive & College Ready g. Education Plan

5. Identify and create at least two formal relationships each year with community agencies that provide support services for HCC students.

6. In collaboration with Haywood County Schools, explore F/T Career Coaches in all Haywood County high schools and begin implementation in Fall 2016 if we decide to implement Career Coaches.

Strategies Strategies are broken into five categories: Awareness & Presence Activities, Outreach- Directed Recruiting, Marketing & Perception, Programming, and Relationship Building & Maintenance

1. Awareness & Presence Activities a. Attend HCS scholarship banquet. b. HEC students participated in regional and state competitions. c. HEC participation in county programs for at-risk students continued and expanded. d. HEC high school instructors lead countywide professional development

opportunities. e. Participation in NC New Schools Summer Institute.


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f. College Application week (November 12 & 13). g. Presence at High Schools during our summer/fall registration. h. Attend Pisgah Smart lunch at Pisgah High School. i. Attend Pisgah Smart lunch – Students with Learning Disabilities. j. Visited PHS and THS several times throughout spring to assist OCS and LD

students with applying, accommodations, etc. k. Tours for OCS and LD students at HCC. l. Participate in Pisgah High School’s first “College Day Signing.” m. Participate in Career Day at Canton Middle School. n. Participate in Southwestern Workforce Development Board’s Real World Expo at

Western Carolina University for high school seniors from Haywood, Jackson, Macon, Swain, Graham, Cherokee, and Clay counties.

o. HCC week at PHS, Spring 2015. p. Smart Lunch Meetings: Continuing Ed: Nurse Aid I, CTE programs, College

Transfer q. HCC attendance at Rising Freshman night r. HCC attendance at graduating senior night s. HCC attendance at AP/Honors/CCP night prior to registration t. HCC attendance at rising junior and rising senior registration session u. Homeschool group visit – CCP info meeting, campus tour, March 2014

2. Outreach – Directed Recruiting

a. HEC Student led recruitment presentations to all public middle schools in the county

b. HEC open house for prospective HEC students and parents c. CACRAO College Fair hosted by HCC d. College Application week e. Meet with seniors at CHHS regarding admissions requirements, answering questions,

etc. f. Delivered 50th anniversary t-shirts to Tuscola High School, Pisgah High School, and

Central Haywood High School. g. Deliver Student for a Day flyers to THS, PHS, CHHS, and Bethel Christian

Academy. SFAD was advertised in newsletters or announcements at each high school. Spoke with counselors regarding SFAD.

h. College Preview Day hosted by HCC. i. Attend Pisgah Smart lunch at Pisgah High School. j. Attend Career Day at Canton Middle School. k. Attend Pisgah Smart lunch – Students with Learning Disabilities. l. HCC week at PHS, Spring 2015. m. Smart Lunch Meetings: Continuing Ed: Nurse Aid I, CTE programs, College

Transfer. n. HCC attendance at AP/Honors/CCP night prior to registration. o. Meetings at Haywood Christian Academy to discuss CCP college transfer pathways

with rising juniors and seniors. p. Homeschool group visit – CCP info meeting, campus tour, March 2014.


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3. Marketing & Perception a. Releases to the county schools and newspapers. b. Worked with marketing to promote school news. c. HEC students created and participated in numerous community service programs. d. CACRAO College Fair hosted by HCC. e. Met with new counselor at CHHS to discuss expectations/prior partnership with

HCC. f. Met with counselor at Bethel Christian Academy. g. HCC hosted Counselor/Agency brunch for local high schools. h. College Preview Day hosted by HCC. i. FFA Rally hosted by HCC. j. HCC attendance at Rising Freshman night. k. HCC attendance at graduating senior night. l. Homeschool group visit – CCP info meeting, campus tour, March 2014.

4. Programming

a. Began discussion of CTE certificate completion and credit stacking opportunities for early college students.

b. Pilot LSS support program for at-risk students. c. Discussion of moving all/most HEC students to College year covered by new CAA. d. Existing MOU with HCS. e. Developed additional dual credit CTE pathways: Electronics Engineering

Technology, Early Childhood Education. f. Development of Parental Agreement Document for HCS High School CCP

Applicants (document requested by HCS). g. Alignment of high school credit received for CTE course taken through CCP (at

HCS request so that Machining students from PHS and THS would earn a more equivalent amount of credit).

h. Maintain Tech Prep articulation agreement; Revised Articulated credit received through Tech Prep Agreement for Machining classes.

i. Alignment of HCC calendar with local high school calendars.

5. Relationship Building & Maintenance a. Participation in HEC selection committee. b. Established and expanded HEC relationship with HCS counselors. c. Met with new counselor at CHHS to discuss expectations/prior partnership with

HCC. d. Met with counselor at Bethel Christian Academy. e. HCC hosted Counselor/Agency brunch for local high schools. f. Delivered 50th anniversary t-shirts to Tuscola High School, Pisgah High School and

Central Haywood High School. g. Delivered Student for a Day flyers to THS, PHS, CHHS, and Bethel Christian

Academy. SFAD was advertised in newsletters or announcements at each high school. Spoke with counselors regarding SFAD.

h. Presence at High Schools during our summer/fall registration. i. Participated in Pisgah High School’s first “College Day Signing.” j. Delivered HCC pencils to THS, PHS, and CHHS to use during testing. k. Provided CCP training at HCS professional development, October 2014.


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l. Existing MOU with HCS. m. High School Program Coordinator attendance at HCS monthly Principal “group

alike” meeting. n. HCC attendance at rising junior and rising senior registration session. o. HCC attendance at AP/Honors/CCP night prior to registration. p. High School Programs Coordinator serving on Board of Governors for Western

Carolina Center for Student Enrichment and Achievement (affiliated with Haywood Christian Academy).

q. Meeting at Haywood Christian Academy to discuss CCP college transfer pathways with rising juniors and seniors.

r. Development of Parental Agreement Document for HCS High School CCP Applicants (document requested by HCS).

s. Creation of Google doc spreadsheets to share student schedule information with counseling offices.

t. Meeting with Administration (Principal, Counseling, Lead Instructor) at THS. u. Maintain Tech Prep articulation agreement; Revised Articulated credit received

through Tech Prep Agreement for Machining classes.

Relationship to Strategic Challenges The Goal 4 Strategies are focused on building and renewing relationships between the college and other community and school entities. These strategies address the following strategic challenges:

2. HCC is typically not students' first college choice 3. Haywood County has a stagnant population growth and few high-paying jobs 4. One-county service area, bounded by other colleges 5. Limited summer advising and course offerings 9. Job placement after graduation is below state average 10. Students often struggle with finances, work, transportation, and childcare 11. Difficulty advertising out-of-county 13. Enrollment has decreased steadily over the last three years, resulting in decreased funding


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Goal 5 - Efficiency

Target Outcomes By 2018, the Efficiency Team will systematically assess every college process and suggest changes to processes that: A. Reduce time spent by personnel on these processes. B. Conserve fiscal or other resources. C. Improve communication across campus. Key Performance Indicators (KPIs)

1. On the annual Services Satisfaction Survey, at least 88% of all responses to Question 1 (When you contact the staff in this department with questions or a support request, the reliability and accuracy of the information that you receive is) will be "Highly Reliable and Accurate" or "Generally Reliable and Accurate."

2. On the annual Services Satisfaction Survey, at least 88% of all responses to Question 2 (When you contact the staff in this department with questions or a support request, the reliability and accuracy of the information that you receive is) will be "Early" or "On Time."

3. Funds spent on supplies will decrease by 1% each year. 4. Funds spent on energy will decrease by 0.5% each year. 5. Student response rate of 35% or more on annual Student Body Survey. 6. Student response rate of 35% or more on annual Student Satisfaction Survey. 7. Employee response rate of 65% or more on annual Services Satisfaction Survey.

Strategies

1. Employee survey to identify inefficiencies (will be repeated ever few years) (implemented 2013).

2. Integration of college software applications through login portal (implemented 2014). 3. Digital purchasing forms (created 2013, but employee changes in Business Office have

delayed implementation; plan to pilot in 2016). 4. HCC forms consolidated through SharePoint (implemented 2014). 5. Advising workshops (implemented 2014). 6. Transition to energy efficient lights (in progress). 7. Revise travel forms and create an online travel form process (in progress; plan to pilot new

forms in Fall 2015). 8. Restructure committee appointment process. 9. Identify digital signature solution. 10. Simplify replacement position process. 11. Simplify employee evaluation process (implemented 2014). 12. Advertise incentives for students to complete surveys through faculty, electronic sign, and

Moodle (2015FA).


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13. Work with department chairs and division heads to encourage employees to complete employee surveys (2015FA).

Relationship to Strategic Challenges The Goal 5 Strategies are focused on minimizing administrative tasks and operational expenses in order to provide more resources to meet the four other strategic planning goals. As such, meeting this goal will indirectly address all of the strategic challenges identified in this plan.


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Department-Level Mapping to Strategic Planning Goals It is important that each department at HCC set priorities that are aligned with the college's strategic plan. Given limited financial and personnel resources, it is impossible for the college to do everything that it would like to do. Therefore, each department should consider its current activities and initiatives in light of the Strategic Planning Goals. If an activity does not support a goal and is not required for other reasons (e.g., state or federal regulations), then the department may wish to cease that activity in order to devote additional resources to activities that are of greater benefit to the college and its stakeholders. Each department should plan to map its activities to goals. A template such as the sample one below can be used, but depending on the size and complexity of the department, a different mapping approach may be a better choice. Sample Department-Level Mapping Matrix Research & Institutional Effectiveness Department

2015 Department Strategies

Master Plan

Business & Industry

Student Success

Community & Schools

Efficiency Required by state, federal, or accreditation

Increase response rate on Student Body Survey

X X

Increase response rate on Student Satisfaction Survey

X X X X

Dashboarding X X X X

SACSCOC Response X

Student Focus Groups X X X X X

Degree Finder Informer Report

X X

KPIs Informer Reports X X

NC TOWER study X

Data Initiative X X X X

New SACSCOC tracking X X

Data Snapshots X X X

HEC Study X X

Increase response rate on employee surveys

X

Revise course evaluation process

X X


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Strategic Plan Visual Map The Strategic Planning Goals grew out of a number of surveys and discussions with stakeholders. The goals assume a holistic relationship among the tasks that HCC must accomplish if it is to be successful. The Business & Industry and Community & Schools goals are focused on bringing students and partners to HCC where they can be successful (Student Success goal) and ultimately return to the community, employment, and other educational institutions with increased skills, knowledge, and potential for success. These three elements are supported by a robust and proactive facilities Master Plan and by a culture of Efficiency.


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Strategic Planning Teams Strategic Planning Team members and chairs are at the heart of the strategic planning process, but all college personnel are expected to rotate on and off of teams as circumstances warrant. Team membership varies based on the needs of that team at that time. The membership below is current as of August 2015. Goal 1 - Master Plan

Brek Lanning (Chair) John Mark Roberts John Sherman George Rolland Jeff Carpenter Alan Morrow Teresa Starrs Josh Best Rinda Green Merideth Carpentar Laura Simmons Terry Gess Shannon Rabby Kerrie Mock

Goal 2 - Business & Industry

Doug Burchfield (Co-chair) Doug Long (Co-chair) Kathryn Gould Meredith Carpenter Rachel Clark Student Success representative TBD Foundation representative TBD

Goal 3 - Student Success

Wendy Hines (Chair) Laura Leatherwood Greg McLamb Barbara Parker Marlowe Mager John Sherman Rick Wolfe Michael Youngwood Jennifer Herrera


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Deborah Williams Kelly Davis Haven Kennedy Marc Lehmann Melanie Lewis Sharon Childers Rinda Green Margaret Studenc Shelley Bleyl Alyssa Sinyard Cheryl Fulgham Glenn Grady Steven Heulett Doug Long Susan Roberts

Goal 4 - Community & Schools

Matt Heimburg (Co-chair) Laura Leatherwood (Co-chair) Joshua Hilbert Sharon Childers Angie Uhl-Kalev Greg McLamb Tracy Rapp Katy Gould Doug Burchfield Carol Douglas Steve Wampler Diana Conard Kari Rinn Erica Vaughn Teresa Vanlandingham Debbie Rowland Haven Kennedy Michael Gunter Dr. Barbara Parker Aaron Maraby

Goal 5 - Efficiency

Karen Denney (Co-chair) Marlowe Mager (Co-chair) Marsha Stines Teresa Starrs


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Steve Heulett Cheryl Farrell Meredith Carpenter Kim Carver Hillary Cobb Ken Hipps Patricia Smith Justin Stocker

Documents

2013-17 Strategic Plan - Haywood Community College · 2015-11-08 · Strategic Plan 2013‐2017 3 Executive Summary Education Changes Everything! HCC's strategic plan embodies this